Description

The Enterprise Social Network (ESN) meets a desired set of target features that's believed to be desired within the organisation, such as employee profiles, document sharing, microblogging, news feeds, file syncing, or mobile knowledge access, along with supporting technical capabilities like application integration, search, administration consoles, and governance features.

“… this process, which goes to the heart of much IT adoption and optimization, means that we only have a rough idea of what we’re really doing and we need full contact with reality — namely actual business processes — to see if we’re on the right track. Unfortunately, our internal stakeholders are usually uncomfortable being the subjects of such experimentation.” The Value of Social Business: Exploring the ROI Question Dion Hinchcliffe April 2012

KINSHIP enterprise Overview Empower, collaborate and transform into a successful social business. KINSHIP enterprise empowers you and your employees to: • Listen to and be,er engage internal audiences • Easily and openly communicate with people up, down and across your organisa9on for produc9ve collabora9on and engagement with business goals • Improve agility by connec9ng with the right people to share informa9on, reducing costs and 9me to value • Tailor, scale and enhance pla>orm func9onality to con9nue to evolve with business needs and social opportuni9es The result? An agile, insigh>ul and collabora9ve organisa9on.

ESN Two Selection Lenses “Target Features" Lens “Business Requirements” Lens The ESN meets a desired set of target features that's believed to be desired within the organisa9on, such as employee proﬁles, document sharing, microblogging, news feeds, ﬁle syncing, or mobile knowledge access, along with suppor9ng technical capabili9es like applica9on integra9on, search, administra9on consoles, and governance features. The ESN meets a more abstract set of business requirements, selected to address a list of long-­‐standing func9onal challenges, e.g. increasing employee engagement, enhancing collabora9on, be,er access to knowledge, reducing travel costs, speeding up business processes, or enabling the future of work.

Corporate Business Beneﬁts In addition to the Team Business Beneﬁts there is an important “horizontal” or Corporate Business Beneﬁt: v Wide executive adoption and engagement is a key success factor v Success stories which are relayed by executives are a powerful motivator v All staff need to have a “minimum standard” proﬁle v With all staff enrolled the seeds for emergent collaboration are sewn v Changing culture requires mind-numbing repetition – the system provides an avenue for this For example, based on employees’ roles and place in the corporate hierarchy, people could be automatically enrolled in particular groups with recommendations on people to follow, documents to read, training courses to take, etc.

Overview of ESN Functions (2/2) FuncCons Details AdopCon Security Permissions to access (view) or contribute to the community and speciﬁc areas (teams), applica9ons within teams, and documents in applica9ons. Defence against intrusion (solid authen9ca9on, SSL, banning of IP addresses or users), spam, and oﬀensive content. Logging of events. Legal discovery. Simpliﬁed view of a poten9ally complex community structure. Reliable conﬁden9ality of informa9on both within the collabora9on pla>orms (members permissions) and externally (non members). Safe and clean environment free of spam and other oﬀensive content. Social Engagement Micro Blogging and Ac9vity Streams, @men9ons, #tags, ﬁles, conversa9ons, friends/connec9ons. Comments, Ra9ngs, Like, Report. Reputa9on, author and content scorings. Familiar and very up-­‐to-­‐date experience inspired by social web solu9ons (online forums, blogs, wikis and social networks we already use in both our personal and professional lives. Teams Structuring collabora9on / conversa9ons in teams (groups) and sub teams = by areas / depts., topics, projects, or other. Allowing to join teams (and sub-­‐teams) freely, or with valida9on or even invita9on only. Content is organised and can be subscribed to selec9vely. Private or open groups can be established to suit organisa9on. Mul9ple levels a plus. Tools / Deployment Administra9on and developer tools including licenses, site permissions, naviga9on and content customisa9on, event logs and excep9on reports, jobs scheduling, emailing.. Admin users or power users without technical knowledge can easily deploy & conﬁgure without the need for IT or vendor support. 1

Key Decision Criteria What decision Why RecommendaCon Data privacy Patriot Act and PRISM have clear implica9ons on the privacy/ conﬁden9ality of company data with most cloud solu9ons hosted in USA Either restrict Company business use to non conﬁden9al data OR implement a company-­‐controlled ESN IntegraCon, incl. SSO, social everywhere ESN could either be a des9na9on or an experience delivered within business processes from basic SSO to crea9ng engagement related to business processes (business beneﬁts) Implement an integrated (simple but valuable) horizontal and (integrated team based) ver9cal ESN strategy Enterprise wide Deployment model to a ver9cal (e.g. CRM) and/or to the en9re organisa9on Both model op9ons should be considered as o_en the ROI is related to the ver9cal and the cultural change is related to the horizontal Mobile Varying level of ESN mobile support and some solu9ons have their own app strategy while others oﬀer integra9on Mobility should be enabled through the Company FOW strategy and the ESN should support the socializa9on of mobile app experience Legal discovery Discovery would support governance, HR, and legal requirements. Legal discovery is a must AnalyCcs Understanding the team ESN use and reputa9on of people / media would support successful adop9on The no9on of analy9cs everywhere and reputa9on is a must ImplementaCon speed The mode of delivery by the ESN vendor (cloud, hybrid, or on-­‐premise) will eﬀect the cost, ﬂexibility, 9me, and func9onality in deployment op9ons Select an ESN solu9on that has a modular func9onality deployment approach with the target data environment to be on-­‐premise data Investment ESN funding model will support deployment Base level investment in limited horizontal func9onality and iden9ﬁable ver9cal/team-­‐based business beneﬁts (& related func9onality) Customisable UI / personalisaCon Varying ability of ESN vendors to modify UI and personalisa9on based on role and reputa9on. Customisa9on is key to business beneﬁts. Personalisa9on is key to user adop9on and business beneﬁts. ESN solu9on must be customisable at the team level and be able to be end-­‐user personalised. 17

Keys to ESN success

1. Executive Adoption Sponsorship is not enough! Executives have to change their work habits also. 2. Establish and Communicate Value Establish gaps, problems. Lead with value, not with functionality. 3. Assemble a Cross-Functional Project Team Corporate Communications and IT play critical roles. Embrace a move from ownership to enablement. 4. Develop Meaningful Business Beneﬁts Business beneﬁt templates. Baseline data. Complete business beneﬁts before launch. 5. Identify and Train Champions You need “feet on the streets”. Early adopters and group owners. Look for the inﬂuencers. Train on the WHY not just the how. 6. Internal Marketing Campaign Have the Leaders launch the ESN. Market it with tips and success stories. 7. Pro-actively Manage Teams & Engagement Do the analytics. Weed inactive or redundant groups. Promote conversations and engagement.

Global ESN implementations - learnings TD Bank • • Sustained leadership engagement is critical Invest in communication to build understanding, education and inspiration Wells Fargo • • • “Our key learning has been having executive sponsorship”. Education is key. At all levels of the organization. Changing culture requires mind-numbing repetition. GE • • Start with simple yet valuable features Wait for employee adoption and to rise with existing tools before adding more Dow Chemicals • Key is developing the business case to grow inﬂuence and drive new business Walgreens • Tell the compelling stories and connect those to business outcomes.

#1 Start Simple • Start with simple yet valuable features that employees will be comfortable with (such as rich proﬁles and microblogging) • Wait for employee adoption and comfort level to rise with existing tools before adding new ones • Features can be rolled out in any timeline that makes sense to your priorities and culture • Don’t roll out everything at once as it will overwhelm employees and the learning curve will be steep 2

#2 Make it easy & useful Properly plan, resource and execute the “horizontal” use case: 1. Single-sign on 2. Access to people / proﬁles – pre-populate as a project 3. Access to data (as determined by the initial use cases) Aim for the lowest friction in using the system. The goal is engagement at scale. 2

#3 Enterprise-wide Planning • Develop high-level “Enterprise Social Playbook” – why, who, where, expectations • Risk resolution – Legal, Risk, Compliance, Comms, IT and set guidelines • Establish Steering Group • On-board executives and relevant other leaders (with training) • Prepare internal marketing, comms and training – launch • Nominate a Social Business Change Agent Do the mundane, procedural issues that have to be in place to make it all line up. 2

#4 Develop a Community Playbook Guide the creation of communities: • KISS – keep it simple to start • Purpose • Players – intended members and any entry criteria • Payoff – in business terms as best you can • Process – who is the owner, the administrator, the champion • Protection – get risk / compliance sign-off • Productivity - what is the process to review and improve the performance Social business isn't just about collaboration - it's about making people more productive. 3

#5 Design Use Cases Deliberately Be deliberate in choosing use cases • Leverage hand-picked business units with clear use cases to become peer advocates • Use deliberate design thinking when it comes to understanding workﬂow and then enabling relevant features • Ensure leaders & executives are engaged and will be active • Train tactically not comprehensively • Monitor analytics and react • Ensure community management, marketing, promotion, and “wins” is coordinated across the company – share 3

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#6 Social Business Change Agent A • • • • • • • role, not necessarily a position: Facilitate appropriate training including training media - videos Facilitate newsletters, comms, wins Coordinate with community champions Support and promote executive engagement Tell compelling success stories which connect to company goals Look for new low-hanging fruit Understand and act on the analytics 3

#7 Training – Keep it Simple Keep training speciﬁc: • Simple features simple training • One of the most effective techniques for getting employees to use socia communication effectively is to conduct "day in the life" training sessions, walking them through a handful of scenarios relevant to their daily use. • Teach simple techniques such as format @mention (manager's username), hashtag (customer name) • Upload short videos 3

#8 Focus - Use Cases & Change Management The real key to adoption and use is tied to the change management efforts during the implementation and to the speciﬁc use cases. 3

The Best Route To Social ROI

• Treat social as a non-linear journey, not a project. Social business is about culture change, process change, and allowing an emergent strategy. • Transactional engagement is just as important as open-ended engagement. Don’t miss a major part of the value by encouraging only general purpose collaboration, Focus on speciﬁc aspects of how the business work and improving that with social. • The adoption process is not sequential, nor will it look much like anything you’ve done until now. Deliberately cultivating unexpected value creation, and other means of becoming true digital businesses is key to unlocking both the short and long term value. • Feedback loops powered by measurement and optimization = success. Use base cases and ways to track beneﬁts and the power of the analytics to tune the efforts. • Put social into the ﬂow of work, don’t overly compartmentalize or silo it. Connect your systems of record with systems of engagement or signiﬁcant value won’t be realized. • Aim social squarely at existing business problems. If your social business effort isn’t directed at your organization’s top problems, then maybe it’s not a surprise it isn’t perceived as delivering major value. • You mostly won’t get credit for emergent outcomes, don’t even try. But that doesn’t mean you shouldn’t do as much as reasonably possible to encourage them. • Whatever you do, baseline before and after. This alone will typically validate your effort. All you generally need to do is measure direct outcomes, that’s usually enough to justify the whole social business effort.

KPI’s

McKinsey Global Institute Three key studies - Social Technologies in the Enterprise Results by those companies successfully integrating social (comparative): • Marketing effectiveness UP 20% • Sales revenue UP 15% • Customer satisfaction UP 20% McKinsey also ﬁnds that by fully implementing social technologies, companies have an opportunity to raise the productivity of high-skill knowledge workers by 20 to 25% 1. Nov 2011 The social economy: Unlocking value and productivity through social technologies 2. July 2012 How social technologies are extending the organization 3. May 2013 Disruptive technologies: Advances that will transform life, business, and the global economy Recommended reading: May 2013 Ten IT-enabled business trends for the decade ahead Nov 2012 Capturing business value with social technologies

Morgan Stanley Wealth Management Acquiring new clients and building their books Of the ﬁnancial advisors using social daily (during a pilot) 40% had brought in new business from their social media usage. MITSloan Report: Social Business: shifting out of ﬁrst gear, July 2013 2,545 respondents from 25 industries and 99 countries. Royal Bank of Canada Customer satisfaction Recorded an 18% improvement through the use of internal social technologies Reported by IBM, June 2012

Social ROI – We’re working on it “In reality we have very little to prove the worth of the Social Enterprise. We have some academic studies, we have some anecdotal evidence, a few (very few) published use cases where metrics are involved, and we have a whole lot of “it makes sense, just look at it.” The reason adoption has gone as far as fast as it has is not about ROI. Rather, it's because of a) the extent to which the old models are failing and b) the extent to which many people deeply resonate with the new models. Predicting the ROI of any enterprise investment can be tricky. At my company, we have a whole team of people called “Value Engineering” that dedicate their time to calculating these things. But when the topic is social business or enterprise 2.0, the challenge is much, much bigger.” Deb Lavoy in Social Enterprise ROI: Measuring the Immeasurable Apr 12, 2012

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